World models, AI systems that model how real-world environments change, are expected to be one of the next steps in AI developments.
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When a security breach erupts into a full-blown crisis, the post-incident review rarely asks which tool missed the warning sign first. Rather, the focus is usually on the human reaction: who made the call, on what information, and why.
Business continuity is no longer about having an internal plan; it is having a plan that reflects how the organization really works.
Building stronger cyber security means bringing more perspectives, experiences, and ways of thinking into the teams responsible for anticipating risk.
Larry Marks argues that AI should now be recognised as an operational dependency requiring the same operational resilience planning applied to other important business services.
The resilience landscape is littered with different disciplines reinventing the same core concepts. Helen Molyneux breaks down the silo problem, explaining why frameworks rarely talk to each other, why the industry profits from keeping them apart, and how to align your internal plans
When disruption affects the technology used to deliver critical business services, the success of those plans can depend on whether technical teams can still see what is happening, access essential systems, and take corrective action.
Robin Bucknall examines the reality of modern supply chain disruption and explains why bridging the gap between business continuity and procurement is vital for organizational resilience.
Every organization tells stories about itself. Those narratives can create genuine resilience capabilities – but they can also conceal blind spots, reinforce fragility, and restrict adaptation.
Travel safety apps cannot protect employees they cannot locate. Matt Atkinson examines the hidden connectivity dependency in travel risk management and the potential for mobile-network data to provide a resilient fallback.